PMO Manager - SAP

Start Date: 2014-12-01End Date: 2015-10-01

Responsibilities • January 2015 – September 2015. REMINGTON OUTDOOR COMPANY (including Remington, Marlin, Bushmaster Firearms, DPMS, Panther Arms, H&R, Barnes Bullets, Advanced Armament Corp, Mountain Khakis, Dakota Arms, Parker Gun, Para USA, and SMK): Created PMO that planned, executed, and controlled multimillion dollar SAP program, consolidating seven plants into one location as a Center of Excellence for product distribution and repairs, implementing SAP Material Management module, SAP Production Planning module, SAP Sales and Distribution module, SAP Inventory Management module, and SAP Warehouse Management module to enable growth of $25M. • October 2014 – March 2015. IRAQI KURDISTAN MINISTRY OF CONSTRUCTION & HOUSING: Led engagement to assess the project management capabilities of MOCAH. See http://opmexperts.com/kurdistan.html • August 2014 – October 2014. JOHNSON & JOHNSON: Led engagement to facilitate Shared Services Department through prioritization of projects in matrix organization structure across 12 lines of business for a portfolio valued in the hundreds of millions of dollars. • June 2014 – August 2014. McGRAW-HILL – Writing project management book under signed contract to McGraw-Hill. • January 2014 – May 2014. VERINT SYSTEMS: Assessed IT PMO and designed Enterprise PMO to span all lines of business and functions, and advised executives regarding how to approach company-wide Oracle R12 upgrade. Facilitated implementation of Project Portfolio Management (PPM) processes and tools. Engagement involved facilitation of CIO and Executive Vice Presidents across all lines in matrix organization structure involving off-shore resources. • July 2013 – April 2014. JEDDAH MUNICIPALITY: hired to help Jeddah Municipality, Worley Parsons, Parsons, and Hyder Consulting implement PMO to oversee the largest construction program in the Middle East: all new construction and renovations, bridges, tunnels, roads, transportation systems, buildings, sewage treatment plants, irrigation systems, pumping stations, stormwater drainage systems, parks, open spaces, and other infrastructure projects to build the city of Jeddah. Received written endorsement from the client. Facilitated implementation of Project Portfolio Management (PPM) processes and tools. Engagement was to build out PMO managing a portfolio of projects valued in the billions of dollars, comprised of hundreds of personnel from multiple vendors of many nationalities in matrix structure. • April 2013 - December 2013. JOHNSON & JOHNSON: hired to help Global Portfolio Services within IT Shared Services implement PMO to manage all project, program, and portfolio management activities of Shared Services to support 250 operating companies across 60 countries. Facilitated implementation of Project Portfolio Management (PPM) processes and tools, specifically Clarity. Engagement involved personnel from throughout the Shared Services organization serving 250 operating companies in matrix structure. • February 2013 – July 2013. NATIONAL BANK OF ABU DHABI: hired to implement PMO process control to improve the bank’s project, program, and portfolio management capabilities as part of a bank-wide transformation initiative across all lines of business in matrix structure. Facilitated implementation of Project Portfolio Management (PPM) processes and tools, specifically Clarity. 2012 • MCIC: Hired to prevent repeat of past issues with external partners in the new acquisition of All Children’s Hospital and its integration into a risk-retention group comprised of Columbia University College of Physicians & Surgeons, Johns Hopkins Medicine, New York Presbyterian Hospital, University of Rochester Medical Center, Weill Cornell Medical College, Yale New Haven Health and Yale University School of Medicine. Led the engagement (planning phase), developed comprehensive plans to orchestrate the change, and established governance of the transformation. Acquisition was valued in the millions of dollars. Team size was roughly 30 people. • CHILDREN’S HEALTHCARE OF ATLANTA: Provided governance of multi-million dollar Information Security program sponsored by the Chief Information Officer at one of the nation’s top pediatric healthcare networks. Supervised all application development and maintenance projects related to InfoSec (HIPAA, AARA/HITECH), including oversight, inspection, and approval of the work of vendors and contractors. Included CHOA’s Identity and Access Management Program. Used PPM tools to manage portfolio, specifically Clarity. Projects included budgets in the hundreds of thousands of dollars and teams ranging in size from 6 people to 50 people in matrix structure.

VICE PRESIDENT, PROGRAM MANAGEMNT OFFICE

Start Date: 2011-09-01End Date: 2011-12-01

Hired to launch a PMO for the Government Healthcare Solutions line of business in support of Medicaid Management Information System Programs, Prescription Benefits Management Programs, Health Insurance Exchange Programs, Health Information Exchange and Electronic Health Records Programs, Healthcare Eligibility Determination Programs, Care and Quality Services Programs, and Long Term Care Programs.

Program Director, Project Management Office (PMO)

Start Date: 1998-01-01End Date: 1999-07-01

• Turned around a multi-million dollar project at Technology & Process Consulting (TPC) that had gone south for the company's most important client, replacing a financial system that paid 70,000 employees during a period when the client was engaged in labor union negotiations.

Intelligence Analyst (Financial), NCTC

Start Date: 2005-04-01End Date: 2007-10-01

Performed and coordinated strategic and tactical HUMINT targeting plans for assigned transnational and/or regional issues along with providing coordination on developing HUMINT targeting strategies and initiatives. • Collaborated across the IC to assemble facts and information from a variety of data sources that may include data contributed by FBI, DEA, DIA, NSA, Homeland Security, and State Department. • Developed written outputs that included analytical assessments, Power point briefings, and presentations to senior government management. • Monitored HUMINT operational traffic relating to functional or regional targets • Excellent ability to maintain targeting database and perform link analysis, changes, trends and implications of evolving issues to pinpoint targets. • Identified new methodologies to exploit financial data while making adjustments to ensure timely accomplishments of targeting tasks and suggest other solutions to mission challenges.

Human Capital Consultant

Start Date: 2011-10-01End Date: 2012-04-01

Developed variety of deliverables which included models, summary reports or datasets, data tables, graphics, meeting minutes, focus group sessions, surveys, and briefing packages • Provided product selection, data collection, processing, and analysis for the Quality Evaluation Program with an understanding of SharePoint and Directorate (DI) production • Conducted research on such things as personnel, production, customer satisfaction, strategic planning, organizational development, expertise development, and recruiting which was presented to high-level leaders in the DI, requiring participation in briefings and question/answer sessions • Expertise in understanding and aggregating human resources data, business best-practices, organizational change, program evaluation, process improvement • Strong familiarization with client procedures, objectives, regulations, and all stakeholders • Effective research through one-on-one interaction, facilitation of focus groups and meetings, and independent or team observation • Developed surveys for government to determine needs and concerns of the division and/or office

Intelligence Analyst

Start Date: 2011-07-01End Date: 2011-10-01

Evaluate intelligence reports to indicate level of threat. • Performed all source, multi-disciplined research and analysis of subjects to develop comprehensive HUMINT targeting reports on assigned targets. • Provide recommendations for watchlist report to other IC Agencies • Expert use of automated classified research databases

Director - The Ambit Group

Timestamp: 2015-07-29

Experienced Senior Manager with a commitment to building customer relationships, delivering quality project management support and providing business acumen in support of corporate growth and development. Excellent oral and written communication skills, problem solving, decision making and negotiating skills. Veteran of the United States Navy with experience in DOD and Intelligence Agency contracts.CORE COMPETENCIES

Senior CPIC Consultant - Koniag Technology Solutions

Timestamp: 2015-07-26

Seeking a responsible senior level position in the field of portfolio / program management where I can utilize my expertise in Program Governance, Capital Planning and Investment Control (CPIC); OMB 300 submission and business case analysis.• Over 20 years of professional management and consulting experience associated with Project/ Program and Portfolio Management. • Certified Project Management Professional (PMP) from Project Management Institute. • MBA degree with concentration in Management. • Certified Capital Planning Professional (CPP) form Federal CPIC Forum • Have worked in programs and projects in federal government, especially within HHS (FDA), DoED , DHS (TSA), VA, US Courts, DOI (BLM), IRS, DOD (DISA), and DOE • In depth familiarity with the federal budget process (Exhibit 300, 53) • Broad experience in all phases of capital planning and program management with demonstrated knowledge devising and implementing policies and programs • Have a strong background in project/program/portfolio management concepts and tools (Microsoft Project, Primavera, HP-PM, e-CPIC and Excel). • Have a current DOD "Secret Clearance"; held DOE "Q" Clearance in the past

Senior Economic Business Analyst

Start Date: 1999-05-01End Date: 2003-05-01

IRS Assignment: Provided executive level program planning support to the Internal Revenue Service (IRS) Business Systems Modernization (BSMO), a multi-year and a multi-Billion Dollar program. Other support to IRS included the following:

o Developed and conducted a BSMO Implementation Schedule Analysis Course for BSMO staff.

o Developed an Enterprise Life Cycle Process Chart to depict all work products and their linkage to various phases and milestones in the life cycle of the project. This effort involved thorough research of multiply volumes of the Enterprise Life cycle guide.

o Developed a "Legacy Systems Database" by researching several related documents from sources such as Knowledge Enabler (KEn) and gathering information by interviewing several MITRE Managers. This database provided information about the IRS Tax Modernization projects and their corresponding legacy systems.

Project Control Specialist

Start Date: 1992-07-01End Date: 1997-01-01

DOE Assignment: Provided financial management and project control support to the Department of Energy (DOE), Office of the Defense Programs. The responsibilities included analysis and preparation of budget documents, Congressional Project Data Sheets, validation reports, and quarterly Defense Programs progress reports. Other support to DOE included the following: o Coordinated and tracked $300 million annual budget for the Office of Defense Programs. o Acted as a liaison among DOE Headquarters, program officials, project managers, resource management, and the controller's office. o Based on in-depth analysis, recommended solutions for programmatic and technical reconciliation of errors to the project directors.

Command Sergeant Major

Start Date: 1969-11-01End Date: 1992-08-01

• 23 years of active duty in the US Army Signal Corps. • Highest award, "Legion of Merit" in 1992. • Project Manager for new Electronic-Communications Equipment, • US Army Signal Corps R&D team. • Global deployments implementing communication networks for Corps level units. • AM/FM/CW radio operator in the paratroopers. • Radio teletype (ratty), electronics repair, multi-channel PCM network planner via HF, VHF, UHF, SHF microwave transmission. • Career was both as a technician and leader, culminating as a Brigade Signal Corps Sergeant Major Responsible for the health welfare, training, and deployment of over 1,700 communicators and the Associated echelons of support personnel. • Last assignment included the utilization of Mobile Subscriber Equipment. • Strong technical and managerial/leadership skills.

Over 38 years as a leader in software and systems engineering as well as configuration management for complex military and commercial systems. Effective and skilled Systems Engineering Manager, Systems Engineer, Software Engineer, Configuration Management Engineer and System Test Engineer. Extensive experience with the full system life cycle for standalone systems, integrated systems, systems made up of integrated commercial off the shelf (COTS) products and systems of systems. Management experience with Air Force, Navy, FBI, IC community and Army systems. Cleared for Top Secret/SCI Information, granted by the U.S. Government, based on a Background Investigation (2011) In addition, I have successfully completed a government polygraph […] Competencies: Agile, Scrum, Primavera, Microsoft Office Suite, Microsoft Project, Unix, System Architect, DOORS, JIRA, Rational Product Suite, WebSphere Business Modeler, ClearCase, ClearQuest, StarTeam, Caliber, Service Oriented Architecture, Cloud Technologies ITIL Foundations V3.1 Certified

Senior Software Systems Engineer

Start Date: 1990-06-01End Date: 2005-12-01

• Developed Operational Safety, Survivability, and Effectiveness (OSS&E) requirements for the AF Force Protection Security System (FPSS) Program Office. Developed an OSS&E implementation plan that was adopted by the FPSS squadron. Developed a formal process for OSS&E Requirements Management. (continued on p. 2) • Tailored AF and AF Electronic System Center (ESC) requirements processes to better fit the FPSS program paradigm. This process was adopted as an operating instruction for the FPSS squadron. • System architect on the highly selective four-person U. S. AWACS Systems Team. Coordinated with the AF/XO in development of the Operational Architecture for the AF C2 Constellation and the AWACS Block 40/45 system. Developed the system architecture for AWACS Block 40/45. Effectively produced architecture that was utilized in the development of the integrated roadmap and schedule for the AF C2 Constellation. • Member of the Combat Operations Architecture Council (COAC) responsible for identifying AWACS architecture issues that affected the AF C2 domain. The Architecture Council was responsible for discovering all the gaps, including security, in the individual program architectures that would affect the C2 enterprise architecture. • Developed the technical portion of the C4 Integration Support Plan (C4ISP) for AWACS Block 40/45. Approved at the AF corporate level for AWACS Block 40/45 to reach Milestone B. • Technical Lead Systems Engineer on the successful Airborne Broadcast Intelligence (ABI) program to bring near real time (NRT) intelligence data from overhead sensors onboard the AWACS and airborne tankers. This program was developed to bring the Constant Source type information onto aircraft that after takeoff had no insight into NRT intelligence. • Systems Engineering Leader in the effort on the Time Critical Targeting (TCT) portion of the Constant Source (CS) Correlated Intelligence Program. • Provided systems technical expertise to operators during exercises and simulations as well as developing test plans and scenarios for the integration of Constant Source development spirals. • Technical Lead on the Granite Sentry Video Distribution System (GS VDS) at Cheyenne Mountain Air Force Base (CMAFB). • Developed the architecture and system specifications and the system test strategy, test plans, and test procedures using Test Director during the DT&E test at CMAFB. • Developed an Interface Control Document (ICD) for the video switch to all the video display systems in CMAFB. Received a commendation from the prime contractor (INEL). • Systems engineer on the Cheyenne Mountain Air Force Base (CMAFB), Integrated Tactical Warning/Attack Assessment (ITW/AA) Systems Management System Systems Monitor and Management Program. Developed the architecture and system specifications for a centralized management system for monitoring and managing five separate (stovepipe) systems that made up the ITW/AA system of systems.

Project Manager

Start Date: 2010-04-01End Date: 2010-11-01

Senior Project Manager supporting TSA ITMS "transition out," planning, coordination and risk management. o Led technical coordination to ensure productive knowledge transfer and shadowing sessions, to optimize successful transition. o Coordinated with Transition Leads, using Microsoft Project to maintain master checklist for Transition Manager, reporting incremental completion percentages each week. o Led the update and delivery of 175 TSA technical deliverables to COTR. o Developed SDLC templates to synchronize and standardize DHS, TSA and Unisys project management processes and taught project management class to all TSA Project Managers. Extensive COTR interface. • As part of the divestiture of TASC from Northrup Grumman, led the requirements definition for the stand-up of a new network infrastructure and Data Center to support TASC internal business requirements for 20,000 employees. o Identified all infrastructure and Data Center requirements to ensure that all requirements were identified and fully satisfied. o Defined all managed services SLAs to ensure that operation of Data Center fully satisfied all user requirements.

Project Manager

Start Date: 2012-08-01End Date: 2013-04-01

Directly supported COTRs in the creation and execution of vendor Statements of Work and budget documents required to support customer mission. • Extensive vendor oversight and management, developing Statements of Work, tracking all contract actions from obligation through award. • Reviewed all vendor deliverables for quality, contract, cost and schedule compliance, and reported any variances to COTRs for action. • Advised COTRs of upcoming vendor contractual actions required, generated minutes of all Technical Exchange Meetings, and closely coordinated with multiple contracts and financial offices.

Senior Project Manager

Start Date: 2010-09-01End Date: 2012-06-01

Performed full range of project management lifecycle activities on large complex IT projects using PMF across various government networks and departments • Represented management/performed briefings at various meetings across offices/agencies • Built/managed relationship with all stakeholders • Led/facilitated Technical Exchange Meetings • Trained new project managers on systems, processes and procedures specific to group • Performed requirements gathering, analysis and clarification • Worked with customer manager to review, map, clarify and revise group business processes • Used SharePoint to created team performance metrics and other ad-hoc reports for management • Created/managed project documentation • Traveled as needed

Project Management Consultant/Master Scheduler

Start Date: 2013-10-01

Responsibilities Currently providing on-site project support as Master Scheduler for implementation of the Judiciary Integrated Financial Management System (JIFMS) at the Administrative Offices (AO) of the United States Courts in Washington, DC. Creating and executing project work plans and project schedules as appropriate to meet the programs’ needs and requirements. Providing project management consulting services to the Administrative Offices of the U.S. Courts to develop an integrated master schedule comprised of individual resource loaded schedules to be used for management and oversight of the effort. Appling industry best practices for establishment of project management methodologies and procedures. Support includes the following: Developing detailed project schedules in MS Project to support the management of the project in accordance with criteria in the Project Management Institute’s Project Management Body of Knowledge (PMBOK). Providing AO project managers with professional project management consulting services (including mentoring and training) needed to develop, maintain and analyze project schedules.

Project Management Consultant/ Master Scheduler

Start Date: 2009-10-01End Date: 2013-10-01

Mr. Hines supported the U.S. Small Business Administration, Office of Capital Access (OCA) in the role of Project Management Consultant/ Master Scheduler. As a member of the Program Management Office (PMO), Mr. Hines provided project management consulting and project planning services to OCA program manager for implementation of vendor IT solutions to support the modernization and enhancement of a major financial and accounting system. He developed detailed project management plans consisting of resource loaded schedules that clearly tracked required resources and outcomes associated program. Mr. Hines was the Master Scheduler for the modernization effort and provided guidance and industry best practices in schedule development and project control. He employed Earned Value Management techniques for each project and developed and maintained the Integrated Master Schedule (IMS). Mr. Hines performed other tasks such as developing process and procedure documentation in support of the program effort.

Project Management Consultant

Start Date: 2002-09-01End Date: 2004-10-01

Mr. Hines provided direct on-site project management support, assistance and project management mentoring to the Office of Facilities, Access and Administration for the Veterans Benefits Administration (VBA) in Washington, DC. He provided VBA project managers with professional project management consulting services (including mentoring and training) needed to develop, maintain and analyze construction project schedules. Ensured Information Technology (IT) infrastructure tasks were properly developed and integrated into the project plans to ensure schedules meet the operational and business needs of the organization. He created detailed “bottoms up” plans to align project resources with work packages required accomplish the work and control accounts to track project expenditures. Mr. Hines developed formal standard procedures for managing the construction projects and administration of facilities. He worked with all levels of management to monitor progress for each project component and to effectuate coordination necessary to ensure completion of project objectives. Ensured that the project schedules were both realistic and achievable and coordinated project status reviews by collecting and analyzing status inputs, as well as producing reports based on the results. Made sure management had the information needed to make informed project management decisions. Coordinated and provided support for in-process reviews to senior levels of management. Mr. Hines set up performance measurement baselines to track cost and schedule variance for each project and developed, refined and tracked project metrics used by the teams and management at all levels to judge the progress of the project. Identified, assessed and tracked project risks. He prepared monthly status reports outlining schedule performance, risk management tasks, risks and quality assurance activities.

Project Coordinator

Start Date: 2001-02-01End Date: 2002-02-01

Was project lead on the roll out of Windows 2000 at Johnson & Johnson World Headquarters in New Brunswick, NJ, a 30 billion dollar healthcare company with over 200 individual operating affiliates world-wide. He provided on-site professional project management expertise, mentoring support and direction. Mr. Hines was responsible for the planning, coordination and execution of all projects associated with this effort. He successfully coordinated task assignments for project team of 20 individuals supporting the execution of all W2K related projects. Mr. Hines coordinated directly with the World HQ Project Technical Lead to ensure the successful implementation of the project through the orchestration of activities, the facilitation of meetings, and the integration of technologies. He directed and coordinated the work of all contractor personnel and guided and mentored project team in the establishment and execution of formal project management processes and procedures to be used over the lifecycle of the project. He established and enforced standards and procedures for the development, distribution, dissemination, and control of project plans and documentation and created project management guidance documents and templates for use by the project team to aid in the development of individual project plans. Mr. Hines set up performance measurement baselines to track cost and schedule variance for each subproject and tracked and monitored the status of all project funding including resource allocation, budgeting, and forecasting. .

Sr. Finance Analyst, Finance Department

Start Date: 2009-09-01End Date: 2010-10-01

contractor) • Assume a lead role in Project Management activities, responsible for creating reports in SAP to determine specific trends across all departments. • Partner with operations on various projects and related data requests and financial reports in managing Material Cost Savings, Material Economics, and Inventory. • Prepare various adhoc analytical studies at the request of the Manager and/or Manufacturing Group Senior Leadership Team. • Assist and coordinate within the Aerospace Group, working with the Group Divisions, on the transparency, accuracy, and timely completion of key financial deliverables such as monthly actual results, monthly rolling forecasts, Profit Plan, Strategic Plan, quarterly reporting requirements, etc.

INTEL Department Manager & Sr. Program Manager

Start Date: 2005-12-01End Date: 2006-08-01

*As INTEL Department Manager, provided IT/SETA engineering and development program management directing multiple teams in total of ~30 personnel, comprised of technical engineers and support staff; primary focus was customer contract execution, serving as principal liaison with customers; led business development efforts and proposal activities; *Overall responsibility for an independent Profit & Loss Center (P&L); successfully managed and achieved Department Plan of $8 million in revenue with 20% growth goal; directing, controlling, forecasting and reporting all revenues and costs for all program activities across multi-functional business areas (revenue, labor overhead, B&P, non-labor overhead, marketing, etc.); provided leadership and guidance to staff for training, career development, and overall job satisfaction; *Developed and implemented strategic acquisition business plans to achieve new and organic business opportunities, cultivate business relationships within government and business community, actively engaged with corporate executives and functional peer groups to successfully achieve organizational goals; *As Proposal Manager, responsible for all aspects of responding to RFP/RFQ's, develop and manage proposal teams and proposal schedule, all formal reviews, develop basis of estimates for cost development, profitability analysis; ensure final proposal meets all FAR, evaluation, and competitive criteria.

Various positions in Commercial Banking, Retail/Wholesale Marketing/Management, and Small Business Executive Management

Start Date: 1986-01-01End Date: 2001-01-01

Overarching position responsibilities included: *Managed all aspects of financial and operational support with marketing, human resources, information systems support and successfully negotiated all commercial contractual agreements; *Analyzed and reported marketing opportunities to determine/evaluate risk for pursuing new business, analyzed marketing trends with sales activity for forecast analysis, and developed and executed all plans; *Cultivated new and existing B2B opportunities with key corporate executive customers and successfully planned, budgeted and managed the expansion and start-up of 3 new businesses; *Facilitated with the ongoing analysis and development of IT/workflow processes and procedures, and development, implementation and maintenance of new database systems to improve business efficiency; *Developed and conducted training programs for staff; *Conducted ongoing internal-audits and forensic accounting to meet federal and state filing laws; and *Developed policies, procedures, and documents to meet internal and external corporate compliant requirements.

Program Manager & Training Instructor

Start Date: 1986-01-01End Date: 1989-01-01

1991-1992 *Independently and successfully responded to multiple RFP's and awarded Time & Material contracts with the DoD, U.S. Navy Morale, Welfare, & Recreation Departments; *Developed, implemented, and managed all aspects of the civilian, military and special designated military personnel wellness training programs; developed various training courses and all required documents, maintained master schedules for multiple sites; conducted training classes, and developed MWR PR campaigns for various naval stations, developed and provided training courses for staff, and provided overall management; *Managed all material purchasing orders and inventory control, program invoice/cost reporting, and maintained performance metrics/standards as set by DoD for military personnel.

Business Process Analyst

Start Date: 2013-01-01

• Performed daily operations with data capturing, analyzing monitoring and reporting. • Involved in BoSERC (Business of Systems Enterprise Release and Change Component) Triage for Awareness and Alignment purposes. • Assured that the process artifacts created by ITBPM team are aligned to System Architecture and provided release facilities in terms of compliance. • Involved in release management phases for approval of new or change in processes and procedures for different Business and Systems departments. • Involved in transition of Systems process release management (SIC) to BoSERC for the standardization of release across the organization. • Created the list of Change requests need to be escalated to the CAB (Change Advisory Board) and being a part of the CAB, performed an analysis over the issues and prioritized accordingly. • Participated in restructuring the governance for process ownership in order to make it complaint for the change & release process. • Performed stakeholder analysis to understand and manage expectations of change services/business. • Conducted impact assessment to determine the nature and extent of change to various Change request. • Developed strategies and created plans for Change management programs. • Documented the change request for Business and Services department and informed others through publishing and communicating. • Engaged in ongoing Production Support to stakeholders for Change request and programs. • Ensured all change management activities are conducted and completed as per requirement within the allotted timeframes. • Involved in data extraction, data mapping and data analysis for different Business departments (Bank, Health, Life, Property & Fire). • Provided recommendations in establishing the set of reports to get on a daily basis for Business/Services performance analysis group. • Worked on data transformation between data sources and identified data relationships for analysis. • Extracted data from multiple databases for report creation to provide support to Bank, Health & Life departments, expert in Extraction, Transforming and Loading (ETL) data flows using SSIS; creating mappings/workflows to extract data from Oracle, SQL Server and Flat File sources. • For the data extraction purposes, used SAP and different other tools. • Used SQL to get tables and created views as well for multiple databases and with that used different other Web based sources to extract live data for analysis & reporting. • Have used QlikView to reduce operational cost, streamline processes and financial reporting. • Worked on the credit approval application for reviewing credit, loan approvals and structuring. • Conducted meetings with different businesses to gather the requirements for the report creation process. • Conducted JAD sessions with Business/Systems stakeholders to review and analyze current situations of processes. • Conducted Sprint sessions within the team to get the status the work effort being involved in different projects. • Identified problematic areas and conducted research as per requirement by the IT Business department to determine the best course of action to correct the data. • Analyzed business reports for data duplicates or other errors to provide ongoing appropriate interdepartmental communication and monthly or daily data reports. • Develop and maintained different databases necessary for projects and department functions in collaboration with other departments. • Identified, analyzed and interpreted trends or patterns in complex data sets. • Analyzing the data functionalities and interpreted them into meaningful results and provided recommendations based on findings. • Developed graphs, reports and presentations of projects results and created dashboards. • Worked on creating the BPM Framework, i.e. created BPM Artifacts, BPM Charter, BPM Templates, BPM Repository, BPM reengineering of process and procedures through SPMP & PDP. • Used the IBM BPM 7.5 for successfully creating the processes by streamlining them and with that provided the visibility to interpret them easily to stakeholders. • Develop and Review Process Architecture and artifacts and involved in creating policies for processes and standards for procedures. • Setting standards & priorities for BPM programs and initiatives. • Used the Lean & Kanban approach to reduce the waste from the process flow and increase the performance of process. • Deployed the concepts of SIX SIGMA for analyzing and gathering the data for creating new Business Systems processes as well as determined the areas of the existing processes for improvements. • Used ITIL service lifecycle for delivering value to customers in the form of services, functions and processes. • Owned, updated and supported process assets and coordinated with Process Owners to maintain the Assets. • Participated in daily stand-ups with the technology teams. • Helped with ongoing planning and prioritization using our Kanban board & issue tracking system. • Identified areas of improvement for the Systems department to work efficiently and effectively and provide deliverables on time. • Engaged in designing and creating new standard templates for process/procedure/policy/standards/process metrics/deliverable description that can be used by across the organization for documenting all the process/procedure etc. • Provides process documentation in a centralized location for the Systems department. • Focused on doing CSI (Continuous Service Improvement) through identifying the opportunities exist in the processes/procedures and then redesigning them. • Created Process Development Process and Systems Process Management Process inventory for the development and improvement of Processes/Procedures. • Followed and implemented the Six Sigma and Lean concepts in the PDP (Process Development) and SPMP (Process Improvement). • Worked with Process Integration to ensure alignment with process management practices and governance. • Involved in creating the Business Process Management Framework (BPM) and its elements. • Involved in creating a Process Design for the artifacts related to Process. • Involved with team in defining, managing and improving process through Business Case Lifecycle Process. • Involved in escalating the change improvement request of processes/procedures to BoSERC for the approval. • Developed new standards with different Systems group for processes and revamped them according to new set standards. • Implemented the changes approved by BoSERC in the Systems processes. • Developed the SPMP procedure and its activities with involving the other components. • Conducted meetings with different groups for setting out the training plan of EOM concepts within the BPM Framework. • Involved in recommending and designing the training material for Process Analysts, Process Managers and Process Owners. • Involved in Performance measurement process of various processes of different departments in implementing and executing the new processes. • Used the Agile methodology throughout the project, and conducted Sprint sessions to complete the tasks and activities. • Involved in assigning the RACI for different activities related to Process Analyst, Process Owner and Process Manager. • Have used and managed SharePoint and other Internal tools (SPA, WIKI, LOTUS NOTES, ICP PLAYBOOK). • Gathered project requirements in order to determine the scope of departmental SharePoint projects. • Planned, created, tested and demoed various SharePoint sites including creating document libraries and lists. • Setting up the InfoPath list lab site and with that customizing, formatting the existing pages and documentation. • Involved in creating different workflows by defining, attaching and putting conditions according to the requirements and managing the repositories for ITMP BPM department. • Used VISIO extensively to create Swim lane diagrams for depicting processes flow and procedures associated to them and created Fishbone diagrams for the performance excellence.

Financial/Business Analyst

Start Date: 2011-04-01End Date: 2013-01-01

• Lead a project as a Business Analyst in developing a wireless application related to Operations and technical telecomm department. • Developed an application on the SharePoint as per the requirement by the internal Operations department. • Assisted in creating a Call center systems for Offshore team related to Call Reporting, Call Scripting and Routing. • Gained knowledge regarding the Unified CCE for contact routing, call treatment and multi level contact management. • Helped lookup the customer database during routing to guide its decision allowing the agent to help the customer more efficiently. • Extensively used MS Office Suite for the facilitation of the project (Word, Excel, Project and Access). • Understanding the business concept by following the System Development Life Cycle (SDLC). • Planned and designed business processes with Technical, Operational departments and clients to improve and modify business activities. • Created an application internally for the Technical department so as to keep a check on the operating expenses and other parameters. With that incorporated the financial reporting as well, which has the ability to generate reports on a day to day basis. • Business Analyst with In-depth knowledge of SDLC (Software Development Life Cycle) and development practices (ranging from traditional to Agile). Thorough understanding of RUP (Rational Unified Process) and the various stages. • Translated business requirements into Functional/Non-Functional specifications for the BI/Data warehouse. • Involved in different business processes and assisted organization to get price-effective creation with an increased quality, effectiveness and satisfied client service. • Conducted Joint Application Development (JAD) sessions with stakeholders throughout SDLC to resolve open issues. • Managed the project of migration of VLS system (Inventory Management and Operational application) to an automated application. • Skilled in gathering and consolidating User Requirements, interpreting them into data, functional, quality and usability requirements. • Skilled in gathering User Requirements, translating them into data, functional, quality, and usability requirements and created use cases on Visio. • Clarified client requirements, business needs and project objectives, via feedback sessions and client meetings, in collaboration with all stakeholders. • Involved in a documenting business procedure by recognizing the necessities and also concerned in searching the system necessities. • Experienced in requirements management, controlling change and preparing RTM (Requirement Traceability Matrix). • Extensively worked on Business Process Models with understanding of Business Process Modeling. Created new models and updated the existing models. Used tools like Rational Rose, MS Visio. • Strong experience in preparing Business Requirements Document (BRD), Use Case Specifications, Functional Specifications. • Well acquainted with Workflows and (UML) (Unified Modeling Language) diagrams such as, Use Cases, and activity diagrams. • Experience in executing SQL queries in order to view successful transactions of data and for validating data. • Have used Caliber RM over the period to gather and update user requirements and test cases. • Good Exposure in Using of QTP Integrated Environment. • Created User Stories, planned, scheduled and added Backlog for the prioritization process in Rally. • Involved in Iterations/Sprint planning and assigned owners for each task in Iterations. • Updated tasks in Rally in order to estimate the efforts by assigning the owners to complete the tasks. • Checked the progress (Rally) of the team members by overlooking the status of different tasks assigned to each owner. • Good Expertise in VB Script and Automation Infrastructure Development. • Assigned Q.A. team members to develop test cases, browser requirements, functional analyses of online products, and worked with internal and external clients, content producers and stakeholders to conduct interim project reviews and final project tweaks prior to launch. • Involved in Defect Management System by keeping the track of all the defects, generating tickets with the description and validating them. • Prepared Process documents and training documents for the facilitation of different departments, provided them with the training for the 1st release. • Launch the 2nd release of design phase, getting the feedbacks from the user and providing the Production Support to the client/user. • Incorporated reporting and trending analysis in the 3rd and final release of the application which helped in recognizing the areas of operating expenses and revenues. • Applied Change management process as needed to fulfill the requirements of the end user. • Proven track record in analysis and evaluation of Information Systems issues, analytical problem solving, and decision-making. • Multi-Tasking and Organizational Aptitudes, with proven experience in Development and Implementation of Strategies. • Highly disciplined and yet flexible approach to software development. A sound understanding of the balance that must exist between customer satisfaction and technical excellence. Proficient at all levels and stages of the software development life cycle, from inception to production and production support. • Excellent communication and interpersonal skills, capable of communicating with highly technical engineering teams. Exceptional mediator between external and internal customers, capable of interpreting their needs and positions to ensure the coherence and success of the projects. • Incorporated reporting structure for financials, created exception reporting to analyze in order to estimate the budgeting expenses and forecasting purposes. • Basic knowledge with Relational database management system (RDBMS) and client server concepts. • Excels in variance analysis, metrics analysis and review of financial statements including revenues, costs, expenses, and tax rates for company projects; recommends and implements improvements as required. • Performs monthly and quarterly financial and ratio analyses to identify areas in need of improvement in order to meet required financial targets; additionally determines weekly profit and loss. • Developed a Capital Budgeting Analysis through NPV (Net Present Value) to determine yield returns of the prospective projects from AT&T and Ericsson; and developed tools to analyze and measure ROI and ROE. • Analyzing the raw data and deriving the meaningful information from it. • Performed Variance Analysis for monitoring purpose against forecasted and budgeted budgets, SG&A Analysis and Revenue Analysis. • Used DCF (Discounted Cash Flow) valuation methods to measure cash inflows and cash outflows of the project and in making business decisions. • Reduced corporate expenses through accurate expense budgeting and leveraging of cost reduction analysis. • Analyzed operational and management processes and Internal controls' effectiveness and efficiency in view to improve them and propose value-added recommendations. • Involved in internal auditing of the technical department and evaluated audit annotations and made recommendations. • Monitored risk assessments and control identifications and involved in preparing internal control assessments. • Create and analyze quarterly reports; identify key factors for performance improvement and submitting it to upper management for considerations. • Prepared financial statements in compliance to the GAAP. • Develop and implement project expense budgets for the Information Technology, Human Resources, and Operations Departments.

Senior Project Manager - for client engagements listed below

Start Date: 2006-06-01End Date: 2009-02-01

See below listed client engagements NetApp, Synnyvale, CA – Led agile teams to deploy 11 high-availability environments for enterprise applications (Oracle eBizSuite, Oracle OBIEE, Oracle IDM /OAM) – Developed iterative ITSM process improvements to streamline migration of provisioned environments to operational readiness in the data center SanDisk Milpitas, CA – Led global team to transform SanDisk’s 10 x 5 locally staffed support team to a global NOC (Network Operations Center) with […] with continuous operation – Implemented ITSM (incident, event , problem, configuration) management processes, and staff capabilities, leveraging Remedy) as we turned up each NOC hub – Ensured team, systems and processes were ready for cutover without missing a beat KLA-Tencor Milpitas, CA – Led from concept to closeout, a complex M&A (Merger and Acquisition IT integration), program, with a budget of $4.2M – Orchestrated a cross-functional team size of 80, including performance measures – Led business analysis teams to model and close gaps on quote to cash, procure to pay, financials and HCM functionality between the two enterprise’s disparate applications portfolios and processes – Defined and led infrastructure and process integration, and data migration between legacy systems over to SAP ERP and Clarify CRM, and Engineering systems – Ensured project satisfied executive-level requirements, while ensuring compliance to and KLA-Tencor’s corporate PMO life cycle methodology and standards – Stakeholder happiness & execution performance were 50/50 priority over course of the integration – Completed integrations 10 days early, with minimal disruption and a combined IT ROI of 15%. Division GM returned a 7x 7 satisfaction scorecard to the team

Project Leader/Systems Engineer

Start Date: 2012-01-01End Date: 2014-01-01

Led team of four engineers in a redesign project to develop industrial equipment, including hydraulic power units, to comply with customer specifications as well as noise standards. • Successfully completed the updating and release of Drawings, plans and specification documents on a major engineering project. • Prepared detailed (two and three dimensional) assembly Drawings, Detailed Drawings. • Reviewed and maintained quality assurance procedures and performed internal auditing applying ISO-9001 standards and procedures. • Supervised manufacturing staff implementing assembly and test procedures.